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Maya Shayya

Diplômé DBA - 2017

Titre de thèse

Organizational Culture and Perceived Managerial Performance: Examining the Moderating Role of Emotional Intelligence and Leadership Traits


Bassem Pollin-Externe

Maya Shayya is an instructor, trainer, and consultant in the field of general business. Her career  since 2002 has entailed teaching, training, and consultancy in the public and private sectors. She teaches at the Lebanese American University and at the Lebanese University. Her passion for teaching and training is matched with high interest in research. She holds many distinctions and recognition awards in  teaching and training.

Purpose The lack of productivity in the public sector is blamed on shortage in performance. This research aims at testing the impact of organizational culture on perceived performance moderated by emotional intelligence and leadership traits in the Lebanese public sector. Design/methodology/approach A quantitative study analyzing for correlations, regressions and hypotheses testing using SPSS and AMOS. The researcher conducts three interviews with senior public officials for validation and potential triangulation of results. Findings Findings support the organizational culture and performance link, the moderating role of emotional intelligence and leadership traits is muted. The researcher attempts to explain it by drawing inferences from the interviews. The muting seems to be mainly related to the fact that leaders are accountable to external political authority. The absence of knowledge on emotional intelligence is blamed for the muting of its activity. Research limitations/implications. This research exercise analyzes a sample of public organizations, but not all Lebanese public organizations; therefore, generalizing the findings to all public institutions is challenged. Since the moderator is also inactive, unlike the studies in the literature, researchers can examine the causes of this muted role or test the model in a different context. Western models need further examination before they are transferred to the Middle East. Further interviews are also needed for deeper insights and avoidance of potential biases. Practical implications Practical guidelines for government units are put forth, including reconsidering the role of emotional intelligence & leadership. HRM has a major role to play in the performance appraisals of its staff and policy makers at the national level. Role enhancement recommendations of judiciary and control bodies are suggested. Social implications The study raises awareness of policy. The researcher calls for the introduction of emotional intelligence to public administration and for reactivating the role of leadership. At the national level, policy makers are recommended to enhance the role of control bodies and legislative authorities in an attempt to save public administration from further decline in performance, which eventually affects social and economic development as well as the image of the public servant.Originality/value No study in the Lebanese public sector examined organizational culture as a tool that might explain poor performance. This research study adds value to the literature as it integrates the four variables organizational culture, emotional intelligence, leadership traits, and performance in the public administration.Keywords: Organizational Culture, Performance, Emotional Intelligence, Leadership Traits, Public Sector.